It is also very important to consider whether the product is easy to use and whether the functional design is reasonable. However, whether a job function email list product can be successful and whether a team can go further is not just about the functional level of the product. In the past, when a product manager received a demand, more communication focused on the business job function email list process and function points of the product. In terms of implementation methods, the granularity of communication was relatively fine, and it was only necessary to consider whether the function could be realized.
But later I found that I only thought about the problem job function email list from the perspective of the product, and communicated with the boss, leaders, internal business, sales, legal, and financial teams of the other party. I found that the frequency was often different, and I was job function email list overwhelmed by a lot of problems other than products. Cooperation is about benefits, business is about strategy, sales is about skills, legal affairs is about risks, and finance is about costs. These are things other than products, but they are just as important as products. For example, if you want to discuss cooperation with the boss of a certain company or win a certain
Project, you also need to consider the interest structure of the other party and what I can bring to the other party, either fame or fortune. When the interests are large job function email list enough, the other party can be touched to promote this cooperation in the sector he is responsible job function email list for, because the other party also needs to conduct sufficient internal games. Below is a summary of my current reading, with added marketing sales, business strategy, regulatory risk, and external resources (coordinated for this project). 2. Fine-grained things to do,